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http://dx.doi.org/10.15207/JKCS.2019.10.7.183

A Study on Factors Relevant to Effects of Shared Leadership, Organizational Trust and Job Performance  

Kim, Jae-Boong (Department of Business Administration, Korea National University of Transportation)
Publication Information
Journal of the Korea Convergence Society / v.10, no.7, 2019 , pp. 183-189 More about this Journal
Abstract
The change to the horizontal structure of the modern corporate management environment requires joint efforts and cooperation to share responsibility and purpose and to increase positive mutual influence in order to achieve the corporate goal beyond the individual capacity of the organizational members. In order to achieve the purpose of the organization, the organizational structure in which various members share information and aim at collective leadership is more effective than the structure concentrated on one individual (leader). This study was to examine the effectiveness of shared leadership, and to investigate the causal relationship and effect of shared leadership, organizational trust, and job performance. As a result of the analysis, shared leadership had a positive effect on organizational trust, and organizational trust had a positive effect on job performance. This means that high trust in organization has a positive effect on performance.This study is meaningful in that it examines the difference between shared leadership and existing leadership types that have not been studied yet.
Keywords
Shared Leadership; Organizational Trust; Job Performance; Leadership; PLS;
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